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It is largely based on . The view that businesses thatrely on . Resources manage to have a sustainable competitive advantage(barney, ). . According to them, for a . Resource to be a source of sustainable competitionadvantage, it must . ) add positive afghanistan whatsapp number data 5 million value . To the business, ) be unique orrare among competitors, ) difficult . To copy (imperfectly . Imitable)and ) there is no ready substitute. 号码数据 genaration it support services . Wright and . Mcmahan () specifically,argued that a business involves many employees with differentskills and abilities .
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That . Are valuable, specialized and non-substitutableeasily. In addition, due to the different history of the . . Organizations, the combination ofemployees is causally ambiguous and not easily recognized. Thus, thehuman resources, the . . Policies and practices related to these resources aredifficult to copy. The success of these . Policies . And practices is a function ofof properly aligning a company’s business strategy with . Talentand the . Level of iis installation and basic configuration commitment of both managers and employees (beer, eisenstat, &biggadike, ). .
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Although knowledge of . These policies and practices may beuseful for managers, having it does . Not guarantee that an . Organization willproperly aligned. 号码数据 genaration home appliances this alignment is . A result of historical events . Andof forces 号码数据ing to the company’s early success, with . Particular emphasis onbeliefs of its founder . (beer et al., ).Wright and mcmahan () identified . Several perspectives in the literatureof strategic human . Resource management. They claimed that one of . The most populartheoretical models used in the sm .
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Literature is its perspectivebehavior (schuler, ), . Which has its roots in contingency theory (fisher,). At . The heart of the behavioral . Perspective is the concept of behaviorof employees as a mediator . Between the organization’s strategy . And thebusiness performance. Using telemarketing scripts to build long-term relationships another . Popular theoretical model . Of strategic managementidentified by wright and mcmahan () is the theoryagents (eisenhardt, . ), which . Perceives the function of m as a structureincentive for better alignment of employees’ .
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Behaviors . With theagenda of its owners/shareholders.Reflecting the resource-based view, becker and huselid ()emphasize the importance . . Of systems and structure, namely, the“systems, the practices, competencies and performance benin businesses directory behaviors of employees thatreflect . . The development and management of strategic human capitalof the company” for organizational performance (p. . ). . The success of strategic humanpotential depends on many factors, such as national and . Organizational culture, . Thesize, industry type, business category and business strategy. 号码数据 genaration art galleries .
